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TOP 20 KPIS
2016 EXTENDED EDITION
INDEMNITY STATEMENT
2016 The KPI Institute Ltd. All Rights Reserved.
ID number: sK0168001
ISBN-13: 978-1530815319
ISBN-10: 1530815312
This report is the result of primary research conducted by the KPI Institute. It is available in PDF format on the smartKPIs.
com website. Terms of use available at: http://www.smartkpis.com/terms-of-use.html (Premium content terms).
An appropriate citation for this report is:
The KPI Institute (2016), Top 20 KPIs 2016 Extended Edition, Melbourne, Australia
Indemnity statement
The KPI Institute has taken due care in preparing the analysis contained in this report. However, noting that some of
the data used for the analysis has been provided by third parties, The KPI Institute gives no warranty to the accuracy,
reliability, fitness for purpose, or otherwise of the information. The KPI Institute shall have no liability for errors, omissions
or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are
subject to change without notice. For the latest version of the documentation, smartKPIs Premium should be consulted.
Editorial Coordination:
Aurel Brudan
Editorial Team:
Cristina Tr, Marcela Presecan
Research Team:
Ctlin Stoia, Tudor Modruz
Published by:
The KPI Institute
Life.lab Building
198 Harbour Esplanade, Suite 606
Melbourne Docklands, VIC 3008, Australia
Telephone (international): +61 3 9028 2223
E-mail: office@kpiinstitute.org
www.kpiinstitute.org | smartKPIs.com
Page 2
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FOREWORD
There is a rumor going around about a Fourth Industrial
Revolution. A historical synopsis of what has been, shows
us that we have successfully transcended the mechanical
use of equipment, mass production, electronics, IT and
automation to finally enter our next stage of evolution:
self-adaptive systems and cyber-physicality. Everything
human related has come to a transformation, and that
cannot be exclusive of the performance management
discipline.
The fact of the matter is, that it is becoming of performance
management practices today, to have a visionary effect on
all that concerns the lucrative corporations of tomorrow.
As of recent years, performance management disciples
have rendered practices of monitoring past performance
obsolete, they have praised the emergence of leading
KPIs to push forward all thats lagging in the performance
of our companies, they have condemned organizations
for searching performance in financials only, and they
have preached the use of performance management
tools that oozed Business Intelligence. Perhaps, the
time had come for them to fully take on the role of
performance management enthusiasts and fully commit
to their progressive ways. And so they did.
People are talking about seismic changes in the corporate
world. They speak of matters never heard before. They
speak of the downfall of corporate ladders, they speak
of the fragmentation of skill, they speak of connectivity
and specialization that dominates the world. They talk
Top 20 KPIs - 2016 Edition
Page 3
TABLE OF CONTENTS
Section I
Report Structure
Report Highlights
Section II
10
10
12
14
15
Section III
16
KPINaturally
16
18
20
22
24
26
28
Data Analysis
30
KPI Reporting
32
Section IV
34
34
38
42
44
46
48
% Realization rate
50
52
% Employee turnover
54
56
% Customer retention
58
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60
% Brand awareness
62
64
% On-time delivery
66
68
70
72
# Earned man-hours
74
76
78
80
Section V
82
82
84
Appendix C: Toolkits
86
87
Appendix E: Memberships
88
Appendix F: Subscriptions
89
90
92
Appendix I: Software
94
96
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SEC I
Readership profile
The Top 20 KPIs report 2016 Edition is intended
KPI 7
Industries
Sub-categories
Tags
Any
Any
portfolio, customers
Description
Calculation
Definition
Subordinate metrics
A = # Promoters
B = # Detractors
C = # Customers
Calculation formula
(A/C)*100-(B/C)*100
Increasing
Variations
% Promoter score
% NPS
Related KPIs
Focus
Purpose
BSC perspective
Data Profile
Data capture period
Spot
Standard reporting
frequency
Monthly
Data collection
method
Limitations
Customer
Targets
References
1. Bain & Company (2012), Creating a reliable metric, available at: http://www.bain.com/publications/articles/creating-a-reliablemetric-loyalty-insights.aspx
2. Department of Agricultural Leadership, Education and Communications (n.d.), Net Promoter Score, available at: http://agrilife.
org/od/evaluation/results-2/net-promoter-score/
3. Qualtrics Labs (2012), Net Promoter Score (NPS) explained, available at: https://www.qualtrics.com/net-promoter-score-npsexplained
Scorecard Outlook
Perspective
Strategic Objective
Customer
Increase customer advocacy
Key
Performance
Indicator
Current
results
sK1303
49%
Red: <50%
51%
Trend
Target
%Target
complete
Results
95%
51%
Dashboard Outlook
KPI Results
% Net promoter score
M1
M6
76%
72%
69%
72%
M3
M5
74%
76%
M2
51%
69%
M4
Threshold examples
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49%
51%
49%
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Customer satisfaction is no longer the ultimate goal
of companies in their relationship with clients. Going
beyond the satisfaction level, the % Net promoter score
outlines the percentage of clients who would further
recommend the companys products and services. NPS
divides customers into 3 categories:
Promoters are considered loyal clients that will
keep on buying the companys products and services
and will recommend other people to do the same.
Passives are satisfied clients, but would not further
recommend the companys products and services.
Passives can easily be convinced by similar products
and services on the market.
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REPORT STRUCTURE
The Top 20 KPIs Report 2016 Edition is structured to include 5 main sections:
Section I
Introduction: Briefly describes the purpose of the report, as well as, clarifies its structure to the readership.
Section II
Overview of the smartKPIs.com platform: Provides a brief description of the smartKPIs.com community profile, by
country breakdown, organization size, industry affiliation, job title, managerial role, and performance management related
job titles. The smartKPIs.com taxonomy, takes the reader further into the functional areas and industries that The KPI
Institute has researched and documented the KPIs selected for the Top 20 KPIs Report 2016 Edition.
Section III
Insights into the world of KPIs: Ensures a deep understanding of the main stages involved in the process of establishing
KPIs for the organization. The section takes the reader on a compelling journey that starts with the clarification of
the common KPI terminology, and moves forward with a description of the KPI selection process, guidelines for KPI
documentation, as well as, a brief tutorial into setting KPI targets. Culminating with the much anticipated matter of KPI
use for decision-making, this section further introduces the reader to the multiple dimensions of data gathering, data
visualization, analysis and reporting.
Section IV
Top 20 KPIs catalogue: Itemizes the Top 20 KPIs on smartKPIs.com, as per the popularity of the selected indicators
on the online community platform. The section additionally provides the reader with a documented KPI form, actual
guidance on KPI reporting, as well as, in practice advice on generating the most value from the KPI analyzed.
Section V
Related educational resources: Encompasses an extensive list of invaluable publications and educational programs that
readers can use in their further explorations of the performance management discipline.
V
I
III
INTRODUCTION
II
OVERVIEW OF
THE SMARTKPIS.
COM PLATFORM
INSIGHTS INTO
THE WORLD OF
KPIS
IV
RELATED
EDUCATIONAL
RESOURCES
TOP 20 KPIS
CATALOGUE
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REPORT HIGHLIGHTS
Given the economic context and the methodological
advancements of today, organizations increasingly
focus on managing and measuring performance as a
key component in achieving the desired performance
results for generating business value. Key Performance
Indicators (KPIs) embody the critical component of
modern performance management and measurement
systems. As such, there are many organizations today
that have diverse performance management initiatives,
which entail the measurement of results against targets
by using KPIs.
To provide a glimpse into the use of KPIs in practice,
The KPI Institute has launched its first edition of Top KPI
reports in March 2011. The reports were dedicated to
analyzing the most popular KPIs across major functional
areas and industries. The Top KPIs report series, have
One of the most important benefits that this report brings is an international perspective
on the most popular 20 KPIs in the smartKPIs.com database.
REPORT
CONTENT
Best practices
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PURPOSE
RESULT
Enable learning
Improved Performance
Measurement
Competencies
www.kpiinstitute.org
% Hospital bed
occupancy rate
% Call setup
success rate (CSSR)
% Production
schedule attainment
8282
5561
5180
Marketing
Human Resources
Inventory Management
Sales
Professional Services
Telecommunications
Logistics / Distribution
Project Management
Healthcare
REPORT
HIGHLIGHTS
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Key Figures
ORGANISATION
2004
Year of establishment
22
Research Analysts
RESEARCH
49,280
20,603
12
EDUCATION
6,240
4,408
4,596
Client organizations
Professionals trained
319
31
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The KPI Institute explores its practice domains from a holistic approach. In order to shape performance practices in the
business environment we build consistently on the following 10 pillars. The KPI Institute contributes to the development
of the 12 practice domains, by focusing not only on research, publications, learning programs and consulting, but also
on enhancing networking between professionals through online communities or business events and facilitating access
to relevant technology solutions.
Our Pillars
Research
Publications
Learning
Certification
Networking
Events
Benchmarking
Awards
Consulting
Solutions
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Malaysia - 3.72%
Canada - 2.88%
Australia - 6.69%
India - 12.28%
Other - 44.29%
Indonesia - 2.43%
4
1
7
6
10
8
Throughout 2013 and 2015, the smartKPIs.com.com community has experienced a growth of more than 30%. The increase
discloses a rising demand for performance measurement tools. The fascination with KPIs is also reflected in the increasing
number of views recorded by the site in the period afore-mentioned.
In terms of industry affiliation, the majority of smartKPIs.com community members operate in the Consulting industry. The
Information Technology and Manufacturing industries closely follow in the hierarchy, which reflects on the steadfast interest for
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9.57%
20.19%
11-100
19.77%
101-500
9.64%
501-1000
5001-10000
2.32%
Retail
3.36%
Engineering
3.44%
Logistics
3.51%
Public Sector
3.53%
4.09%
Healthcare
4.22%
Media
4.23%
Telecommunications
4.53%
Professional Services
4.59%
Others
Consultant
7.50%
8.78%
IT manager
26.64%
34.15%
Finance Manager
1.57%
Project Manager
1.75%
7.57%
9.24%
27.17%
Manager
5.20%
8.22%
Manufacturing
8.55%
Hospitality
8.58%
7.25%
IT manager
8.52%
Consulting
HR manager
HR Manager
Financial Institutions
Information
Technology
7.01%
Managerial role
Utilities
Education
Director
13.20%
Industry affiliation
Construction
4.50%
Other
5.58%
10000+
2.69%
Manager
13.94%
1001-5000
1.48%
Business analyst
7.95%
1-10
CEO
Student
Job Title
Performance/Strategy Professionals
Strategy related
job titles
9.31%
11.88%
Performance related
job titles
0.70%
0.20%
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IT-General (53)
IT-Security (118)
Network Management (60)
Service Management (221)
*The figures in brackets represent the number of documented KPI examples available on smartKPIs.com as of 1st of January 2016.
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Customs (246)
Border Protection and Enforcement (63)
Compliance and Risk Management (34)
Customs Administration (32)
Immigration and Travel (35)
Revenue Collection (20)
Trade Facilitation (62)
Education (122)
Finance / Treasury (26)
Healthcare (118)
Tourism (76)
Transportation and Infrastructure (54)
Resources and Energy (52)
Foreign Affairs and Trade (9)
Human / Social Services (33)
Employment and Workplace Relations
(94)
Law and Justice (111)
Law Enforcement/Police (34)
Communications, Multimedia and
Information (17)
Sports (16)
Healthcare (1573)
Healthcare Support Services (37)
Veterinary Medicine (7)
Medical Practice (299)
Hospitals (1103)
Medical Laboratory (30)
Emergency Response / Ambulance
Services (34)
Preventive Healthcare (36)
Pharmaceuticals (17)
Hospitality & Tourism (351)
Food and Beverage Service (170)
Hotel / Accommodation (140)
Travel Agency (41)
Infrastructure Operations (730)
Airports (344)
Ports (292)
Railways (26)
Roads (68)
Manufacturing (99)
Media (152)
Broadcasting (TV and Radio) (59)
Film and Music (45)
Social Media (45)
Non-profit / Non-governmental (519)
Postal and Courier Services (295)
Professional Services (495)
Engineering (42)
Publishing (57)
Real Estate / Property (187)
Property Management (83)
Real Estate Development (70)
Real Estate Transactions (34)
Resources (458)
Coal and Minerals Mining (336)
Oil and Gas (66)
Sustainability / Green Energy (56)
Retail (160)
Sport Management (144)
Coaching / Training (27)
Sport Club Management (66)
Sport Event Organization (46)
Sports (147)
American Football (12)
Badminton (10)
Baseball (29)
Basketball (19)
Cricket (10)
Football / Soccer (27)
Rugby (10)
Tennis (32)
Telecommunications / Call Center (156)
Call Center (86)
FTTX (27)
Telecommunications (43)
Transportation (687)
Airlines (515)
Land Transport (Road & Rail) (510)
Local Public Transport (374)
Marine Transport / Shipping (246)
Taxi (39)
Utilities (613)
Electricity (118)
Natural Gas (350)
Water and Sewage (145)
Page 15
Did it work?
To a certain extent, yes. Many organizations flourished
and matured based on this model.
www.kpiinstitute.org
Aurel Brudan
Chief Executive Officer
The KPI Institute
Page 17
METRICS
FOR MEASUREMENT
ANALYTICS
FOR DECISION MAKING
METRIC
It has its roots in the word metron, used in ancient Greece to reflect measurement. Metrics refer to something
we can measure, a value, or a quantity. Examples of metrics are: # Air temperature, # Air quality, # Water depth,
# Height, # Weight or # Employees. When metrics reflect the achievement of a desired state, they become Key
Performance Indicators. Oftentimes, metrics represent the subordinated measures used for calculating a KPI.
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ANALYTICS
Consists in a data analysis of KPI results, meant to determine trends and data patterns in order to provide
valuable information for better decision making. Analytics offer a better understanding of how the business
works, and the interdependencies between KPIs. Predictive analytics can provide valuable insights in regards to
our customers purchasing habits, the best time to launch a product, or how internal processes can be optimized.
What are the main reasons you use KPIs in your organisation?
43%
17%
13%
6%
3%
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Internal research
External research
KPI SELECTION
INPUT
ANNUAL
REPORTS
COMPETITORS
REPORTS
OPERATIONS
REPORTS
ONLINE
CATALOGUES
FRONT-LINE
EMPLOYEES
INPUTS
BOARD AND
MANAGERS
INPUTS
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INTERNAL
RESEARCH
EXTERNAL
RESEARCH
EXPERTS
SUPPLIERS AND
CUSTOMERS
www.kpiinstitute.org
Context
The realities of organizational activity and business
environments should be embedded in your KPIs.
Each organization is different, operating in different
environment, with different guiding principles. Hence the
KPIs used need to reflect the specifics of each organization
first and industry/functional area characteristics second.
No measuring
measurement
for
the
sake
of
Regular review
Check the KPI relevance regularly. If new KPIs are required,
they can be established at any time. An essential aspect
of double loop learning is connected to using KPIs. It is
not only about achieving targets and objectives, but also
about ensuring the objectives and targets were the right
ones to be set in the first place and the KPIs used to track
their achievement were the appropriate ones.
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STRUCTURES KNOWLEDGE
COMMUNICATES EFFICIENTLY
EDUCATES STAKEHOLDERS
A research conducted by the KPI Institute in 2015 on the State of Performance Improvement and Key Performance
Indicators, reveals that over 40 % of organizations worldwide use a standardized form to document their KPIs. The State
of Performance Improvement and Key Performance Indicator Practice Report highlights findings from The KPI Institutes
ongoing efforts of identifying the issues, trends and best practices impacting the field of performance management.
The survey was conducted at international level, and it involved the members of the KPI Institute Community,
which currently exceeds 79,000 professionals. As revealed by the chart below, the intense use of standardized KPI
documentation forms proves common practice for 41% of professionals, while 29% of them stated that they deploy this
tool in a moderate manner. 30% of respondents seem to be less familiar with standardized KPI documentation forms, as
they stated that they use this tool, in a small to very small extent.
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29%
30%
www.kpiinstitute.org
Another study conducted by The KPI Institute in 2015, focused on analyzing over 50 examples of KPI documentation
forms encountered in practice, has identified more than 50 fields used in various configurations of this tool. The most
popular fields revealed by the study are listed in the graphic below:
Name
41
Definition
34
Calculation formula
Data source (report /
system)
27
26
Purpose
19
Threshold example
Related objective
17
KPI record
17
Overall notes
16
Unit type
16
Targets
Data profile
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In order to avoid tunnel behavior, lack of ethics, or risky decisions, it is important to conduct an efficient target setting
process:
Target setting
Using thresholds
Decomposing
Cascading targets
TARGET
SETTING
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CONTEXTUAL
ANALYSIS
IN SETTING
TARGETS
Targets should be
Ambitious enough as to trigger motivation, as well as,
attainable, otherwise employees can get frustrated with
their repeated underachievement.
Setting targets
For both individual and team KPIs significantly motivates
staff members to act cohesively for the delivery of results.
Transparency
Works in favor of target acceptance. As long as employees
have a clear understanding of whats expected of them,
they are more likely to perform well.
EXTERNAL ANALYSIS
(MARKET TRENDS)
EXTERNAL
BENCHMARKING
INTERNAL
BENCHMARKING
HISTORICAL
RECORDS
Setting targets
Is not a one-time event, it is a permanent process that
involves periodical reviews and target recalibration.
Adjustments should be made as often as necessary, in
order to ensure target relevance.
Although with performance management systems, targetsetting can be a charming storytelling, it should not be just
a matter of theory crafting. Thinking of profitability when
setting targets does not necessarily lead to the desired
outcomes. If it comes to the point that stretch targets are
necessary, they should be about human excellence and
not solely about financial success.
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ACCURACY
COMPLETENESS
Refers to whether all available data is present.
Unavailable data does fall short of completeness.
CONSISTENCY
UNIQUENESS
Points out that there should be no data
duplicates reported. Each data record should be
unique, otherwise the risk of accessing outdated
information increases.
TIMELINESS
Indicates whether the data was submitted in due
time, as per the data gathering deadline
COMPLETENESS
ACCURACY
TIMELINESS
DATA
QUALITY
UNIQUENESS
CONSISTENCY
As the decision making process is significantly impacted by the performance data furnished in monthly reports, providing
unreliable information might severely damage the organization, by influencing key factors towards making the wrong
decisions. In order for the data gathering process to run smoothly, there are a few meaningful components to consider:
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Data custodians
Expertise
For the majority of companies, hiring a specialist, such
as a data analyst, is not an option to be considered. As
a consequence, these companies have to rely on the
resources they already have. In this context, it is highly
important for designated employees to be trained as
data custodians. Developing this internal capability
can be done through several initiatives, varying from
formal training events to internal learning and sharing
gatherings. A Data Custodian Community of Practice can
help address different challenges by identifying the right
solutions to these challenges. Participants can exchange
experiences and come up with initiatives to improve the
current data gathering process.
Internal audit
Periodical audits of the data gathering process identify
critical issues interfering with the quality of the
data produced. Addressing these issues leads to the
improvement of the data gathering process.
Infrastructure
Use technology in order to ensure an efficient data
gathering. Having automated processes improves both
the accuracy of data and its availability in due time.
The guiding principles hereby presented can aid the data gathering process by streamlining its main components and
providing reliable data for decision making.
PROCESSING
DATA
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395
261
171
395
261
171
2005
Page 28
# Vehicles sold
# Vehicles sold
2010
2015
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74%
M1
76%
M2
72%
M3
69%
M4
51%
M5
M6
49%
74%
72%
69%
Perfect
techniques
your
data
visualization
51%
M1
M2
M3
M4
M5
49%
M6
80%
60%
40%
20%
0%
M1
M2
M3
M4
M5
M6
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DATA ANALYSIS
The digitalization of global information systems, has spawned large volumes of data that have gradually become more
difficult to manage. Having understood the characteristics of big data, the corporate world has been seen trying to
contain it and build on the opportunities of its inductive abilities. In practice, many organizations are facing challenges
like:
`` Too much data, losing sight of what is important;
`` Lack of expertise in processing the data;
`` Lack of insight into the true meaning of data;
`` Data gaming in presenting the data;
`` Resilient focus on past performance.
$ Sales
1000
567
678
896
3223
334
445
444
334
2345
January
February
March
April
May
June
July
August
September
October
Page 30
2345
2356
November December
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Data gaming
While taking advantage of ones lack of expertise, it seems
very easy to also manipulate data. One has no interest
in presenting data that is not working in their interest,
therefore it is important to ensure the reporting process
is structured as such, that it enables the mitigation data
gaming risks. Reported data may be engineered to serve
ones interests, but the person in charge with decision
making should have the ability to see beyond a beguiling
presentation.
# Customers
200
50
123
45
250
200
56
45
55
124
January
February
March
April
May
June
July
August
September
October
134
167
November December
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KPI REPORTING
Reporting is an important stage in the performance management process, although managers can sometimes fall into the
trap of considering it as the end of the performance cycle. However, just reporting on performance data will not ensure
the improvement of results. Improvement is possible when decisions are made based on the insights provided by data.
Common issues in reporting are the overload of information, which makes it hard to focus on what is important, the
unavailability of information in due time or the inaccuracy of data.
By following these 10 pieces of advice, you can solve the above-mentioned problems, ensure a better reporting and,
consequently, improve the decision making process.
Data timeliness
Report availability
Data accuracy
Meeting agenda
Side comments
Make sure performance results are accompanied by
comments. Data custodians should also provide the
context in which either high or low levels of performance
occurred.
Simple display
Display data in tables and graphs by maintaining a simple
and appealing visual design of the report.
`` Presentation of results;
`` Discussions on the KPIs that are far from
reaching targets;
`` Analysis of the possible causes of
underperformance;
`` Review of the portfolio of initiatives;
`` Decisions upon the next steps.
REPORTING
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PROCESS
DATA
CHECK DATA
QUALITY
REVIEW DATA
PROCESSED
COMMUNICATE
REPORT
DATA
ANALYSIS
GENERATE
REPORT
Discuss results
Follow-up
Find solutions
Avoid finding responsible persons for poor performance.
Instead, focus on finding solutions and assigning
accountability to make sure the initiatives agreed upon
will be implemented.
Stay on track
Keep it short, by assigning a meeting coordinator to keep
discussions on the right track! A performance review
meeting should not last for more than 2 hours.
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20
19
18
17
16
Page 34
% Brand awareness
The extent to which the products/services of one company are associated with its particular brand,
is a consequence of both marketing and product quality. Building and maintaining brand awareness
has gradually become one of the most important aspects with awareness strategies and marketing
campaigns worldwide. In reaching their target markets, companies will almost certainly consider
the evolution in brand awareness parameters, as leading indicators of purchasing decisions and
sales motivators.
% On-time delivery
For customers to be satisfied it is rather paramount that their products arrive on time. One of
the most common key performance indicators associated with operational excellence, % Ontime delivery stands as a valuable expression of both upstream and downstream supply chain
performance. Schedule adherence is one of the most important components associated with the
timely operation of company intrinsic systems and processes.
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15
14
# Earned man-hours
13
12
11
With mass consumerism extending its grounds, wholesalers have to be extremely careful with
making their products available to their consumers, while also finding the most suited retailers to
carry out their items. The % All commodity volume (AVC) distribution ensures that shelves do not
stay empty with company brand products and that specific products enjoy a sound distribution
among retailers. The key performance indicator owes its popularity to the increased concern for
brand visibility and product accessibility.
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10
% Employee turnover
8
7
6
5
Page 36
Labor costs and productivity levels reflect on the performance of general business activity. The
measurement of units per man hour is a common practice for most industries, especially construction
and manufacturing. Reflecting on the expansion or contraction in production, this KPI is bound to
remain one of the most popular key performance indicators in operations management.
As employee satisfaction has become a fundamental concern among human resources practitioners,
employee turnover has developed into an essential barometer of staff contentment. Measurement
of this key performance indicator is essential in determining hiring costs for budget purposes,
training requirements or estimating staff time to recruitment activities.
% Customer retention
The customer centric philosophy is a dominant attribute of organizations today. The assessment of
customer engagement and satisfaction that come with the measurement of customer retention has
become a common practice within organizations in all functional areas and industries nowadays.
This key performance indicator is a reflection on how customer advocacy can decrease the costs
with customer acquisition.
% Realization rate
Tracking the realization rate is one of the major focus areas for organizations delivering professional
services. In challenging economic times, discounted rates are common practice, however they put
further pressure on profit rates. Professional services companies achieving high realization rates
usually have a strong company presence on the market and are recognized for their service quality.
www.kpiinstitute.org
2
1
The employee engagement index has become a prominent tool in assessing the commitment
levels of company employees, as the measurement of this indicator impacts turnover rates and
leads to superior customer service. Employee engagement levels are a reflection on company
efforts to facilitate the development of professional skills, to give employees a sense of trust and
integrity and to clarify their opportunities for future career development.
Delivering outputs in a timely manner seems to have become a cornerstone of successful production
companies all over the world. Measurement of this indicator reflects on the ability of production
to deliver its outcomes according to a contracted plan. The rate of schedule attainment has turned
into one of the primal business objectives of production companies, as it is continuously controlled
and improved. The indicator is one of the most used reference points in the optimization of todays
production processes.
4980
% Hospital
bed
occupancy
rate
% Call setup
success rate
(CSSR)
4947
%
Production
schedule
attainment
4273
3958
# Employee % Realization
engagement
rate
index
3698
3641
3555
3544
# Time to
fill a vacant
position
% Net
promoter
score
% Customer
retention
% Employee
turnover
3539
# Units per
man-hour
Page 37
Description
5 Industries
Sub-categories
Tags
Any
Any
portfolio, customers
Calculation
6 Definition
9 Subordinate metrics
Measures the net difference between
promoters and detractors, of all customers .
7 Variations
% Promoter score
% NPS
8 Related KPIs
Focus
A = # Promoters
B = # Detractors
C = # Customers
10 Calculation formula
(A/C)*100-(B/C)*100
Increasing
Data Profile
12 Purpose
13 BSC perspective
Customer
Spot
16 Standard reporting
frequency
Monthly
17 Data collection
method
18 Limitations
Targets
19 Threshold examples
Red: <50%
Page 38
www.kpiinstitute.org
Name:
13
Functional Area:
Organizational capability or department that fulfils a
specific business function.
Sub-categories:
Sub-grouping of the industry or functional area.
BSC perspective:
14
Objective measured:
A sample objective that reflects on the organizational
purpose for the KPI being measured.
15
KPI Record:
Industry:
17
Definition:
18
Variation:
19
Related KPIs:
List of other related KPIs in the database, either upstream
(influenced by this KPI), or downstream (with influence
on this KPI).
10
11
Subordinate metrics:
Threshold examples:
Thresholds outlining the limits for positive and negative
results, as well as, the tolerance level.
20 Target
setting notes:
Overall notes:
Calculation formula:
Limitations:
Other limitations (data or reporting system related) to be
considered during the use of the KPI.
Purpose:
Explanation of the reason or business justification for
using the KPI.
Page 39
Customer
Increase customer advocacy
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK1303
49%
75%
51%
51%
Dashboard Outlook 25
KPI Results
% Net promoter score
M1
72%
69%
72%
M3
51%
69%
M4
M6
76%
76%
M2
M5
74%
49%
51%
49%
M1
M2
M3
M4
M5
M6
In Practice Recommendations 26
Customer satisfaction is no longer the ultimate goal
of companies in their relationship with clients. Going
beyond the satisfaction level, the % Net promoter score
outlines the percentage of clients who would further
recommend the companys products and services. NPS
divides customers into 3 categories:
`` Promoters are considered loyal clients that will
keep on buying the companys products and services
and will recommend other people to do the same.
`` Passives are satisfied clients, but would not further
recommend the companys products and services.
Passives can easily be convinced by similar products
and services on the market.
Page 40
www.kpiinstitute.org
The novelty of the Top 20 KPI Reports 2016 Edition is the second page of the documentation form which was specifically
developed to take the reader one step closer to an efficient KPI monitoring and reporting process. The second page of the KPI
documentation form is structured to befit the reporting requirements of any KPI. It is comprised of 4 sections which are intended
to provide guidance on KPI reporting, as well as, enhance the empirical use of KPIs in day to day life:
24 Scorecard
Outlook:
26 In
Practice Recommendations:
Outlook:
Page 41
KPI 1
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
Calculation formula
(A/B)*100
Within range
Related KPIs
Focus
Purpose
BSC perspective
Internal Processes
Healthcare
Hospitals
hospital, occupancy
Data Profile
Data capture period
Spot
Standard reporting
frequency
Daily
Data collection
method
Limitations
Targets
Threshold examples
Page 42
Additional resources
http://news.bbc.co.uk/2/hi/health/5370336.stm
h t t p : // w w w . n s c b . g o v . p h / g l o s s a r y / t e r m s /
indicatorDetails.asp?strIndi=134
www.kpiinstitute.org
References
1. Adeyi, O., Smith, O. and Robles, S. (2007), Public policy and the challenge of chronic noncommunicable diseases, The World
Bank, available at: http://siteresources.worldbank.org/INTPH/Resources/PublicPolicyandNCDsWorldBank2007FullReport.pdf
2. Health Policy Research Associates and Institute for Health Policy (2007), Performance reviews of provincial and line Ministry
Healthcare Services, available at: http://203.94.76.60/AHF/pdf/CD03/Assesment_Overall_Perfor_bw_Districts02_35-54.pdf
3. Republic of the Philippines, Department of Health (2004), Other health facilities statistical report, available at: http://
www.formsphilippines.com/forms/doh11.pdf
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Optimize hospital capacity
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% Hospital bed
occupancy rate
sK41
89%
90%
98%
86%
Dashboard Outlook
KPI Results
% Hospital bed occupancy rate
D1
D2
86%
D3
86%
86%
86%
D2
D3
86%
88%
D4
D5
87%
89%
88%
86%
D6
89%
D1
D4
D5
D6
In Practice Recommendations
However difficult to address, % Hospital bed occupancy
rates are regarded as indicators of proper tending to
hospital environments that are meant to secure care in
an efficient manner. High bed occupancy rates in the
healthcare industry have shown greater patient exposure
to risk of infection, and have been proved hazardous to
handle. On the other hand, low % Hospital bed occupancy
rates provide indication of poor hospital management
for the benefit of the population in need of medical
care. % Hospital bed occupancy rates are an undeniably
useful KPI in assessing a medical units ability to provide
high-quality patient care. However, a safe and effective
hospital has to ensure that no hospital beds are underutilized, and enough hospital beds are made available for
Top 20 KPIs - 2016 Edition
KPI 2
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Calculation formula
(A/B)*100
Increasing
Variations
Related KPIs
Focus
Data Profile
Data capture period
Day
Standard reporting
frequency
Monthly
Purpose
Data collection
method
BSC perspective
Internal Processes
Limitations
Targets
Threshold examples
Red: <95%
Page 44
Additional resources
http://news.bbc.co.uk/2/hi/health/5370336.stm
http://www.iaeng.org/publication/WCECS2009/
WCECS2009_pp393-398.pdf
www.kpiinstitute.org
References
1. Das, S. K., Lee, E., Basu, K., Kakani, N. and Sen, S. K. (2002), Performance optimization of VoIP calls over wireless links using
H.323 protocol, available at: http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.16.9164&rep=rep1&type=pdf
2. Kho, W., Baset, S. A. and Schulzrinne, H. (2006), Skype relay calls: Measurements and experiments, available at: http://www1.
cs.columbia.edu/~salman/publications/skyperelay-gi08.pdf
3. Kollar, M. (2008), Evaluation of real call set up success rate in GSM, available at: http://aei.tuke.sk/papers/2008/3/10_Kollar.
pdf
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Increase operational efficiency
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK865
98%
100%
98%
96%
Dashboard Outlook
KPI Results
% Call setup success rate
M1
98%
91%
M2
94%
M3
94%
M4
M5
94%
94%
M2
M3
95%
96%
91%
95%
96%
M6
98%
M1
M4
M5
M6
In Practice Recommendations
The % Call setup success rate is one of the most important Key Performance Indicators used by both land line
and mobile operators to assess the reliability of their
communications infrastructure. The ultimate goal of telecommunications network operators worldwide is to increase the % Call setup success rate, to the extent to
which calls can be set up without failures. The % Call
setup success rate is particularly popular with mobile
operators, who have to deal with the various constraints
of coverage and network functionalities to ensure target
achievement for this KPI. Maximum values for the % Call
Up to date software;
Service accessibility;
Traffic measurement;
Radio coverage signal;
Future network planning.
Page 45
KPI 3
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
A = # Actual production
B = # Scheduled production
C = # Actual production time
D = # Scheduled production time
Related KPIs
Calculation formula
[(A/B)*(D/C)]*100
Increasing
Any
Any
production plan tracking
Data Profile
Focus
Purpose
BSC perspective
Internal Processes
Week
Standard reporting
frequency
Monthly
Data collection
method
Production plan
Limitations
Targets
Threshold examples
Red: <70%
Page 46
Additional resources
h t t p : // w w w . g l o v i a . c o m / p d f / d a t a s h e e t s /
GloviaMasterProductionScheduling.pdf
www.kpiinstitute.org
References
1. Handfield, R. (2006), Supply Market Intelligence: A managerial handbook for building sourcing strategies, available at: https://
www.crcpress.com/Supply-Market-Intelligence-A-Managerial-Handbook-for-Building-Sourcing/Handfield/9780203339527
2. Herrmann, J. W. (2007), The legacy of Taylor, Gantt and Johnson: How to improve production scheduling, The Institute for
Systems Research, available at: http://drum.lib.umd.edu/bitstream/1903/7488/4/25813_cov.pdf
3. Salman, M. R., van der Krogt, R., Little, J. and Geraghty, J. (n.d.), Applying Lean principles to production scheduling, available at:
http://www.academia.edu/874530/Applying_Lean_Principles_to_Production_Scheduling
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Ensure timeliness of production output
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% Production schedule
attainment
sK1744
69%
95%
72%
72%
Dashboard Outlook
KPI Results
% Production schedule attainment
M1
M6
81%
75%
81%
M3
M5
86%
86%
M2
M4
92%
72%
69%
75%
72%
69%
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Mastering production schedule is one of the fundamental
requirements in enterprise resource planning (ERP).
Consequently, the monitoring of % Production
schedule attainment assists with driving performance
and improvement to inbound scheduling processes.
Some of the reasons for incorporating this KPI into the
measurement process of companies within the production
industries, can be formulated as follows:
Page 47
KPI 4
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
# Employee engagement
Related KPIs
A = # Employee engagement
Surveys assessing employee engagement are usually tailored to each
organization. They use structured
questioning to assess employee discretionary effort and whether they
find their work stimulating.
Calculation formula
A, based on survey
Increasing
Any
Any
engagement
Data Profile
Focus
Purpose
BSC perspective
Spot
Standard reporting
frequency
Quarterly
Data collection
method
Limitations
Targets
Threshold examples
Red: <75
Yellow: 75-95
Green: >95
Additional resources
http://www.performancemagazine.org/employeeengagement-index/
http://www.performancemagazine.org/employeeengagement-at-western-union-malaysia%E2%80%93-a-case-study/
www.kpiinstitute.org
References
1. Crabtree, S. (2004), Getting personal in the workplace, The Gallup Management Journal, available at: http://govleaders.org/
gallup_article_getting_personal.htm
2. Kenexa (2013), The many contexts of employee engagement, available at: http://www.kenexa.com/Portals/0/Downloads/
KHPI%20Papers/The%20Many%20Contexts%20of%20Employee%20Engagement-2012%20WT%20Report_CS6.pdf
3. Heymann, J. (2010), Profit at the bottom of the ladder: Creating value by investing in your workforce, available at: http://www.
amazon.com/gp/search?index=books&linkCode=qs&keywords=9781422123119
Scorecard Outlook
Perspective
Strategic Objective
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
# Employee engagement
index
sK1836
98
98
98%
97
Dashboard Outlook
KPI Results
# Employee engagement index
Q1
96
Q2
Q3
Q4
98
96
97
98
97
98
Q1
Q2
Q3
Q4
In Practice Recommendations
Employee engagement is a very popular concept
nowadays. With severe competition on most markets,
human capital stands out as an important competitive
advantage. Employee engagement has three dimensions:
the cognitive, the emotional and the behavioral one.
The cognitive aspect refers to the employees beliefs
about the organization and working conditions. The
emotional dimension covers how employees feel about
the organization. Employee behaviors deal with the
value-added and discretionary effort they bring to work
in the form of extra time, brainpower and task-oriented
energy. Studies have proved that engaged employees
perform better than modestly engaged employees,
favorably impacting customer satisfaction, profitability
and employee turnover. Some compelling advice on
Top 20 KPIs - 2016 Edition
KPI 5
% Realization rate
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
Calculation formula
(A/B)*100
Related KPIs
$ Bill rate
Increasing
Professional Services
Engineering
Recruitment / Employment Activities
Legal Practice
Business Consulting
Accounting Services
revenue
Data Profile
Focus
Purpose
BSC perspective
Financial
Month
Standard reporting
frequency
Monthly
Data collection
method
Financial statements
Limitations
Targets
Threshold examples
Red: <70%
Page 50
Additional resources
http://www.performancemagazine.org/performancemeasurement-in-the-business-consulting-industrymeasures-and-more/
www.kpiinstitute.org
References
1. Greene, A. G. (2009), The lawyers guide to governing your firm. Chicago: American Bar Association, available at: http://shop.
americanbar.org/eBus/Store/ProductDetails.aspx?productId=214193
2. Poll, E. (n.d), How to benchmark your law firms financial performance, available at: https://www.cba.org/Publications-Resources/
CBA-Practice-Link/solo/2014/How-to-Benchmark-Your-Law-Firm%E2%80%99s-Financial-Perform
3. Hinterhuber, A. and Liozu, S. (2012), The transformation to strong price-orientation and price-realization capabilities, MIT Sloan
Management review, 53(4): 75-77, available at: http://www.mitsmr-ezine.com/mitsmr/summer2012?pg=77#pg77
Scorecard Outlook
Perspective
Strategic Objective
Financial
Achieve business excellence
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% Realization rate
sK321
83%
90%
92%
78%
Dashboard Outlook
KPI Results
% Realization rate
M1
M2
% Realization rate
83%
68%
78%
71%
M3
M4
M5
74%
74%
75%
71%
68%
75%
78%
M6
83%
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Especially popular with legal companies, % Realization
rates are an expression of a companys ability to bill
at its standard billing rates. The difference between
% Realization rate and $ Profitability is that the latter
encompasses the first, while also dealing with other
additional variables such as: leverage, margin and
resource utilization. A business in the need for efficient
management will look at its % Realization rate to
understand what it is actually earning. The data, further
enables the company to both calculate appropriate billing,
Page 51
KPI 6
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
# Time to hire
Calculation formula
(A1+A2+...+An)/n
Related KPIs
Decreasing
Focus
Professional Services
Recruitment / Employment Activities
time, vacant positions
Data Profile
Purpose
BSC perspective
Internal Processes
Rolling average
Standard reporting
frequency
Monthly
Data collection
method
HR data records
Limitations
Targets
Threshold examples
Red: >60
Yellow: 40-60
Green: <40
Page 52
References
1. Parmesh, M. (n.d.), The need for new recruitment strategies,
available at: https://www.onepetro.org/journal-paper/SPE0202-21-TT
2. United States Office of Personnel Management (2009),
Workforce reshaping operations handbook, available at:
https://www.opm.gov/policy-data-oversight/workforcerestructuring/reductions-in-force/workforce_reshaping.pdf
www.kpiinstitute.org
3. Department of Personnel (2006), Washington State Human Resource Management Report, available at: http://
www.hr.wa.gov/SiteCollectionDocuments/Strategic%20HR/HRM%20Performance%20and%20accountability/
GMAPStatewideHRMgmtReport406.pdf
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Optimize recruitment processes
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK688
35
40
114%
39
Dashboard Outlook
KPI Results
# Time to fill a vacant position
M1
46
46
M2
48
43
39
48
M3
35
43
M4
39
M5
M6
52
35
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Considered to be a leading indicator for $ Cost of
hire, # Time to fill a vacant position can also be an
important tracker of jobs that are most challenging to
fill. The data provided by this indicator may encourage
the development of initiatives to tackle existent
recruitment challenges. The KPI is reviewed separately
for frontline and management/advisory/administrative/
technical positions, because of its different impacts on
recruitment costs and operational efficiency. Vacant
frontline positions that are open for a long period of time
can be the cause for remaining operators not meeting
their schedule and load targets. Recruitment costs with
management positions are higher, while specific technical
and managerial skills make it difficult for the recruitment
process to be unsophisticated. Some recommended
Page 53
KPI 7
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = # Promoters
B = # Detractors
C = # Customers
Calculation formula
(A/C)*100-(B/C)*100
Increasing
Variations
% Promoter score
% NPS
Related KPIs
Focus
Purpose
BSC perspective
Any
Any
portfolio, customers
Data Profile
Data capture period
Spot
Standard reporting
frequency
Monthly
Data collection
method
Limitations
Customer
Targets
Threshold examples
Red: <50%
References
1. Bain & Company (2012), Creating a reliable metric, available at: http://www.bain.com/publications/articles/creating-a-reliablemetric-loyalty-insights.aspx
2. Prince, L. (2015), The NET Promoter Score in Action, available at: http://www.ihrsa.org/blog/2015/4/13/the-net-promoterscore-in-action.html
3. Qualtrics Labs (2012), Net Promoter Score (NPS) explained, available at: https://www.qualtrics.com/research-suite/netpromoter-score/
Scorecard Outlook
Perspective
Strategic Objective
Customer
Increase customer advocacy
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK1303
49%
75%
51%
51%
Dashboard Outlook
KPI Results
% Net promoter score
M1
72%
69%
72%
M3
51%
69%
M4
M6
76%
76%
M2
M5
74%
49%
51%
49%
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Customer satisfaction is no longer the ultimate goal
of companies in their relationship with clients. Going
beyond the satisfaction level, the % Net promoter score
outlines the percentage of clients who would further
recommend the companys products and services. NPS
divides customers into 3 categories:
`` Promoters are considered loyal clients that will
keep on buying the companys products and services
and will recommend other people to do the same.
`` Passives are satisfied clients, but would not further
recommend the companys products and services.
Passives can easily be convinced by similar products
and services on the market.
Page 55
KPI 8
% Customer retention
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
% Customers retained
Related KPIs
Calculation formula
[(A-B)/C]*100
Alternatively, you can use the
following formula: 100% - E
Increasing
Focus
Any
Any
satisfaction
Data Profile
Purpose
BSC perspective
Customer
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
Limitations
Targets
Threshold examples
Red: <50%
www.kpiinstitute.org
Additional resources
http://ir.csuc.edu.gh:8080/xmlui/bitstream/handle/123456789/63/CUSTOMER%20RETENTION.pdf?sequence=1
References
1. Waterfield, C. (2006), The challenges of measuring client retention, The SEEP Network, available at: http://files.givewell.org/
files/MFI/The%20Challenges%20of%20Measuring%20Client%20Retention.pdf
2. SAS (2009), How can we improve customer retention rates and increase premium income?, available at: http://www.sas.com/
offices/europe/uk/industries/insurance/pdf/customer-retention.pdf
3. Fader, P. S. and Hardie, B. G. S. (2007), How to project customer retention, available at: https://marketing.wharton.upenn.edu/
files/?whdmsaction=public:main.file&fileID=327
Scorecard Outlook
Perspective
Strategic Objective
Customer
Increase customer loyalty
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% Customer retention
sK3
67%
80%
83%
61%
Dashboard Outlook
KPI Results
% Customer retention
% Customer retention
63%
Q1
Q2
Q3
63%
67%
65%
61%
65%
61%
Q4
67%
Q1
Q2
Q3
Q4
In Practice Recommendations
Unsatisfied clients negatively impact the business on
both short term and in the long run. Negative customer
experiences make it more difficult to attract new
customers. In almost all known circumstances, gaining
a new customer is substantially more expensive than
maintaining current clients. Moreover, the probability of
selling to existing customers is significantly higher than
the possibility of selling to potential prospects. Several
recommendations on developing a sound customer
retention strategy include:
Page 57
KPI 9
% Employee turnover
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
% Separation rate
% Employees that leave the organization
in a given time period
Related KPIs
Calculation formula
(A/B)*100
Within range
Focus
Purpose
BSC perspective
Any
Any
employees, loyalty, retention, turnover
Data Profile
Data capture period
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
HR data records
Limitations
Targets
Threshold examples
Yellow: 5-10%;
20-30%
Green: 10-20%
www.kpiinstitute.org
References
1. International Public Management Association for Human Resources (2010), HR metrics benchmarking committee report,
available at: http://www.ipma-hr.org/sites/default/files/finalbenchreport.pdf
2. CPS Human Resources Services (2006), The turnover tool kit: A guide to understanding and reducing employee turnover,
available at: http://www.cpshr.us/workforceplanning/documents/ToolKitTurnover.pdf
3. Jacobs, E. (2012), Executive briefing: Tracking trends in employee turnover, available at: http://www.shrm.org/research/
benchmarks/documents/trends%20in%20turnover_final.pdf
Scorecard Outlook
Perspective
Strategic Objective
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% Employee turnover
sK1
14%
15%
93%
12%
Dashboard Outlook
KPI Results
% Employee turnover
Q1
% Employee turnover
14%
8%
Q2
12%
Q3
12%
Q4
12%
12%
Q2
Q3
8%
14%
Q1
Q4
In Practice Recommendations
Company-wise, % Employee turnover, however debatable, is
also, expensive. Frequently overlooked, the lost productivity
cost, the cost associated with loss of sales and the lost
reputation cost, are often, unforeseen consequences of low
retention rates. Experts argue that some of the negative
impacts of high employee turnover rates can also include:
routine disruption, direct turnover costs (recruitment and
training) and demoralization of former colleagues, who
now have to deal with losing an esteemed colleague or,
otherwise, increased workload following the loss. On
the other hand, it is believed that high turnover rates are
something to profit from. New employees can inspire with
their fresh attitudes, can be highly motivated and can turn
into real brand energizers for the hiring company. All things
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = # Production units
B = # Man-hours
Calculation formula
A/B
Increasing
Variations
Any
Any
man-hour, productivity
Related KPIs
Focus
Data Profile
Purpose
BSC perspective
Internal Processes
Day
Standard reporting
frequency
Monthly
Data collection
method
Limitations
Targets
Threshold examples
Red: <15
Yellow: 15-20
Green: >20
Page 60
References
1. Cox, R., Issa, R. and Ahrens, D. (2003), Managements
perception of key performance indicators for
construction. Journal of Construction Engineering
and Management, 129(2): 142-151, available at:
http://ascelibrary.org/doi/abs/10.1061/%28AS
CE%290733-9364%282003%29129:2%28142%29
2. United States Department of Agriculture (n.d.), Output
per man-hour in factories processing farm food products,
Technical Bulletin Number 1243, available at: http://naldc.
nal.usda.gov/download/CAT87201186/PDF
www.kpiinstitute.org
3. Murthy, P. R. (2005), Production and operations Management. New Delhi: New Age International Publishers, available
at:http://www.amazon.com/Production-Operations-Management-Rama-Murthy/dp/812241558X/
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Increase labour productivity
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK443
14%
25%
56%
14%
Dashboard Outlook
KPI Results
# Units per man hour
9%
14%
8%
8%
M4
12%
11%
11%
M2
M3
14%
9%
M1
12%
M5
14%
M6
14%
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Commonly defined as output per unit of input, labor
productivity can be otherwise regarded as the genuine
forefather of employee performance. In their simplest form,
productivity KPIs, such as # Units per man-hour, stand at the
basis of both modern and outmoded performance evaluation
systems. In the context of performance management,
productivity KPIs are just a minute part of an integrated
performance management system that values, nurtures
and enhances employee performance. Mostly associated
with industries such as construction and manufacturing, #
Units per man-hour owes its popularity to the ease of its
use, uncomplicated calculation and explicit manner in which
it manages to translate effort into results. Some advice to
consider when working with productivity KPIs:
Page 61
KPI 11
% Brand awareness
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
% Brand recognition
Calculation formula
(A/B)*100
Related KPIs
Increasing
Focus
Data Profile
Purpose
BSC perspective
Customer
Any
Any
brand, awareness
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
Limitations
Targets
Threshold examples
Red: <50%
Additional resources
http://www.websurveymaster.com/t/50/N
h t t p : // w w w d o c s . fce . u n s w. e d u . a u /m a r ke t i n g /
amj_12_3_romaniuk_et_al.pdf
www.kpiinstitute.org
References
1. Clark, C. R., Doraszelski, U. and Draganska, M. (2009), The effect of advertising on brand awareness and perceived quality:
An empirical investigation using panel data, available at: https://ideas.repec.org/a/kap/qmktec/v7y2009i2p207-236.
html
2. Gustafson, T. and Chabot, B. (2007), Brand awareness, available at: http://www.nnyagdev.org/maplefactsheets/
CMB%20105%20Brand%20Awareness.pdf
3. Ragavendran, P. G., Devakumar, G. and Upadhyay, S. (2009), A study on brand awareness of shampoo products for
CavinKare, available at: http://www.msrsas.org/docs/sastech_journals/archives/Sept2009/5.pdf
Scorecard Outlook
Perspective
Strategic Objective
Customer
Raise brand awareness
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% Brand awareness
sK37
49%
85%
57%
50%
Dashboard Outlook
KPI Results
% Brand awareness
% Brand awareness
61%
Q2
Q3
Q4
61%
53%
Q1
53%
50%
50%
49%
Q3
Q4
49%
Q1
Q2
In Practice Recommendations
Awareness strategies ultimately impact sales and financial
outcomes. Having a target market that recognizes company
products by their specific brand, is one of the objectives many
organizations try to achieve. However, brand awareness
campaigns may not be sufficient to expand sales funnels,
if not encouraged by ongoing marketing and advertising
initiatives that further aid customers in making a conscious
decision about their purchase. Several recommendations on
raising brand awareness can be formulated as follows:
Page 63
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
Calculation formula
A/B
Related KPIs
# New customers
$ Profit per customer
Decreasing
Focus
Any
Any
cost, customers
Data Profile
Purpose
BSC perspective
Month
Standard reporting
frequency
Monthly
Customer
Data collection
method
Limitations
Targets
Threshold examples
Red: >3,000
Yellow: 1,5003,000
Green: <1,500
Page 64
Additional resources
http://www.marketingterms.com/dictionary/customer_
acquisition_cost/
http://jimc.medill.northwestern.edu/archives/2003/
grion.pdf
www.kpiinstitute.org
References
1. Mizik, N. (2010), Two sides of customer value: Economic value to the customer (EVC) and life time value of a customer
(LTV),
available
at:
http://ocw.mit.edu/courses/sloan-school-of-management/15-810-marketing-managementfall-2010/lecture-notes/MIT15_810F10_lec04.pdf
2. Hoffman, K. D. and Bateson, J. E. G. (2011), Services marketing: Concepts, strategies and cases, Fourth Edition. Mason:
South-Western Cengage Learning, available at: http://www.amazon.com/Services-Marketing-Concepts-StrategiesCases/dp/1439039399
3. Livne, G., Simpson, A. and Talmor, E. (2008), Do customer acquisition cost, call usage and customer retention matter
in the wireless industry?, available at: http://e-research.en.blogs.ie.edu/files/2008/10/gilav-livne.pdf
Scorecard Outlook
Perspective
Strategic Objective
Customer
Expand customer reach
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
$ Customer acquisition
cost
sK1367
1500
1000
66%
1500
Dashboard Outlook
KPI Results
$ Customer acquisition cost
M1
M2
1800
1000
1000
M3
1200
M4
1200
M5
1500
M6
1500
M1
M2
1200
1200
M3
M4
1500
1500
M5
M6
In Practice Recommendations
Customer acquisition is not an inherent process that
automatically comes with the establishment of one
company or brand. Every company that wants to acquire
new customers has to be very conscious about the multiple
resources the customer acquisition process employs, which
all, ultimately add up to the $ Customer acquisition cost:
``
``
``
``
``
Page 65
Industries
Sub-categories
Tags
Any
Any
delivery, customers
Description
Calculation
Definition
Subordinate metrics
Variations
Calculation formula
A/B
Increasing
Related KPIs
Focus
Purpose
BSC perspective
Data Profile
Data capture period
Day
Standard reporting
frequency
Weekly
Data collection
method
Limitations
Internal Processes
Targets
Threshold examples
Red: <70%
Additional resources
http://www.isixsigma.com/index.php?option=com_
k2&view=item&id=770:tqm-case-study-ensuring-on-timenewspaper-delivery&tmpl=component&print=1&Itemid=156
www.kpiinstitute.org
References
1. Momiwand, A. and Shah, A. (2012), Lead time improvement by supplier relationship management with a case study in
Pompaj Company, World Applied Sciences Journal, 16(5): 759-768, available at: http://www.academia.edu/3351102/
Lead_Time_Improvement_by_Supplier_Relationship_Management_with_a_Case_Study_in_Pompaj_Company
2. Waters, D. (2011), Supply chain risk management: vulnerability and resilience in logistics, available at: http://www.
amazon.com/gp/search?index=books&linkCode=qs&keywords=9780749464264
3. Qian, L. (2009), Supply chain selection with delivery time, price and service level dependent demand, available at:
http://www.pomsmeetings.org/confproceedings/011/fullpapers/011-0233.pdf
Scorecard Outlook
Perspective
Strategic Objective
Customer
Optimize service delivery
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% On-time delivery
sK10
63%
95%
66%
57%
Dashboard Outlook
KPI Results
% On-time delivery
W1
W2
W3
% On-time delivery
63%
50%
55%
55%
57%
50%
57%
W4
63%
W1
W2
W3
W4
In Practice Recommendations
With the manufacturing industry, % On-time delivery is a
very popular Key Performance Indicator that companies have
to keep track of. It reflects on the efficiency of production
and supply chain processes, as well as, the commitment
such companies have towards honoring their service
level agreements. Outsourcing the logistical function, has
become a widespread practice among companies that
want to improve their % On-time deliveries, especially if
Page 67
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = $ Inventory
B = $ Sales revenue
Variations
# ISR
# Inventory-to-sales ratio
Calculation formula
A/B
Within range
Retail
inventory, sales, retail
Related KPIs
Focus
Data Profile
Purpose
BSC perspective
Internal Processes
Month
Standard reporting
frequency
Monthly
Data collection
method
Limitations
Targets
Threshold examples
Yellow: 1-1.2;
1.4-1.6
Green: 1.2-1.4
Page 68
Additional resources
http://www.newyorkfed.org/research/staff_reports/
sr156.pdf
www.kpiinstitute.org
References
1. Bassin, M. W., Marsh, M. T. and Walitzer, S. (2003), A macroeconomic analysis of inventory/sales ratios, Journal
of Business & Economic Research, 1(10): 37-46, available at: http://cluteinstitute.com/ojs/index.php/JBER/article/
view/3059/3107
2. Abriatis, W. (2016), Monthly wholesale trade: Sales and inventories, U.S. Department of Commerce, available at:
https://www.census.gov/wholesale/pdf/mwts/currentwhl.pdf
3. Kesavan, S. and Mani, V. (n.d.), The relationship between abnormal inventory growth and future earnings for U.S.
public retailers, Kenan-Flagler Business School, University of North Carolina at Chapel Hill, available at: http://faculty.
chicagobooth.edu/workshops/omscience/past/more/pdf/AIG_gs.pdf
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Optimize inventory turnover
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK4808
1.5
1.3
115%
1.4
Dashboard Outlook
KPI Results
# Inventory to sales ratio
M1
M2
1.2
1.1
1.4
1.5
1.2
1.3
M3
M4
1.1
1.3
1.2
M5
M6
1.4
1.5
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Inventory management is one of the challenges many
companies face in their efforts to adequately stock up
on merchandise so that items are both always available
and regularly refreshed. By monitoring the # Inventory
to sales ratio, wholesalers and retailers, in particular, can
assess the feasibility of their inventory turnover rates, as
well as, the validity of their service level agreements. Some
Page 69
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Calculation formula
(A/B)*100
Decreasing
Variations
Any
Any
inventory, moving stock
Related KPIs
Focus
Data Profile
Purpose
BSC perspective
Internal Processes
Day
Standard reporting
frequency
Weekly
Data collection
method
Limitations
Targets
Threshold examples
Red: >30%
Page 70
www.kpiinstitute.org
References
1. Dolgui, A., Morel, G. and Pereira, C. E. (2006), Information control problems in manufacturing, A Proceedings Volume
from the 12th IFAC Conference, Saint-Etinne, France, available at: http://www.amazon.com/gp/search?index=books&lin
kCode=qs&keywords=9780080446547
2. HM Revenue and Customs (2012), BIM33145 Stock: Valuation- Net realisable value, use of formulas, slow moving
stock, acceptable accuracy, available at: http://www.hmrc.gov.uk/manuals/bimmanual/bim33145.htm
3. Thummalapalli, R. (2010), A methodology to evaluate obsolete inventory in health care, University of Nebraska,
available at: http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1008&context=imsediss
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Optimize inventory turnover
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK651
31%
5%
62%
28%
Dashboard Outlook
KPI Results
% Slow moving stock
W1
31%
30%
28%
30%
W2
W3
31%
28%
W4
31%
W1
W2
W3
W4
In Practice Recommendations
Effective inventory management ensures that % Slow
moving stock is clearly identified and dealt with. Slow
moving inventory is defined by overstocked items, low
turnover rates and infrequent shipment of merchandise.
An increased amount of slow moving inventory, indicates
that the company is not very efficient in keeping its
inventory down. High values in % Slow moving stock
also reflect on slow sales and financial trouble. Some
recommendations on managing % Slow moving stock
include:
Page 71
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
% ACV distribution
Calculation formula
(A/B)*100
Related KPIs
Increasing
Focus
Any
Any
offer
Data Profile
Purpose
BSC perspective
Customer
Month
Standard reporting
frequency
Monthly
Data collection
method
Sales reports
Limitations
Targets
Threshold examples
Red: <40%
at:
http://www.amazon.com/Market-New-ProductsSuccessfully-Technology/dp/0739111795
2. Farris, P. W., Bendle, N. T., Pfeifer, P. E. and Reibstein,
D. J. (2010), Marketing metrics: The definitive guide
to measuring marketing performance, Second Edition,
available at: http://www.amazon.com/Marketing-MetricsDefinitive-Measuring-Performance/dp/0137058292
3. Baye, M. R. (2001), Proposed merger between Heinz
and Beech-Nut Scrutinized, available at: http://faculty.
lebow.drexel.edu/HammoudehS/Managerial/Heinz_case.
pdf
www.kpiinstitute.org
Scorecard Outlook
Perspective
Strategic Objective
Customer
Improve inland distribution of products
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
sK2313
40%
70%
57%
45%
Dashboard Outlook
KPI Results
% All commodity volume (ACV) distribution
M1
20%
M2
25%
M3
30%
M4
30%
20%
30%
30%
M3
M4
45%
M5
M6
25%
40%
40%
M1
M2
M5
M6
In Practice Recommendations
An intricate key performance indicator in itself, the %
All commodity volume (ACV) distribution is gaining
popularity, especially, with distribution channels
worldwide. The important fact with this indicator is, that
it measures the number of stores selling one product,
while also weighing the stores based on their size, in the
KPI calculation formula. An informed distribution in the
volume of one product, based on the size of the stores
that make it available to the end consumer, is especially
important for the accurate distribution of products based
on the stocking and display requirements of individual
retail units.
The most important benefit of % All commodity volume
distribution is that it provides valuable insight into
consumer traffic and demand for a certain brand, as per
the retail store that sells it. This allows for an analysis of
the sales levels generated by different stores, while also
taking into account the size and capacity of the stores
considered. A downside of the % All commodity volume
Page 73
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
A = # Planned man-hours
B = % Progress of work
completed
Variations
Calculation formula
A*B
Related KPIs
Increasing
Focus
Any
Any
man-hours, constructions
Data Profile
Purpose
BSC perspective
Internal Processes
Spot
Standard reporting
frequency
Monthly
Data collection
method
Limitations
Targets
Threshold examples
Red: <80
Yellow: 80-100
Green: >100
Additional resources
http://www.iasdm.org/journals/index.php/ijaec/
article/view/49/56
www.kpiinstitute.org
References
1. Serag, E. (2006), Change orders and productivity loss quantification using verifiable site data, available at: http://etd.
fcla.edu/CF/CFE0001221/Serag_Engy_200608_PhD.pdf
2. Rajendran, H. K. (2008), Process quality and capacity planning, available at: http://soar.wichita.edu/xmlui/bitstream/
handle/10057/2040/t08033.pdf
3. City of Bethel (2012), Liquefied and compressed natural gas (LCNG) as a bridge to reducing energy costs in rural
Alaska, available at: http://www.akenergyauthority.org/Content/Programs/EETF/Documents/Round_1/004.pdf
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Increase productivity levels
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
# Earned man-hours
sK347
110
110
100%
100
Dashboard Outlook
KPI Results
# Earned man-hours
M1
# Earned man-hours
85
M2
90
M3
90
M4
M5
M6
85
90
90
M1
M2
M3
95
100
M4
M5
110
95
100
110
M6
In Practice Recommendations
Man-hours stand at the basis of labor productivity.
Whether it is # Labor hours, # Hours per unit, # Effective
working time or # Earned man-hours, labor productivity
KPIs provide quantifiable insight into the actual effort an
employee puts in, respective of the monthly income this
same employee earns within the company. Measuring
labor productivity is common practice in the construction
and manufacturing industries, while also being a popular
topic with portfolio and project management assignments.
# Earned man-hours provides indication of productivity
Page 75
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
Related KPIs
Calculation formula
(A/B)*100
Decreasing
Any
Any
sales, new products
Data Profile
Focus
Purpose
BSC perspective
Quarter
Standard reporting
frequency
Quarterly
Data collection
method
Sales reports
Customer
Limitations
Targets
Threshold examples
Red: >50%
Additional resources
http://mme.wharton.upenn.edu/help/marketing_math_
help.pdf
www.kpiinstitute.org
References
1. Srinivasan, S. (2014), Quantification of attribute driven product cannibalization induced by new product introduction,
available at: http://www.worldcat.org/title/quantification-of-attribute-driven-product-cannibalization-induced-by-newproduct-introduction/oclc/62090537
2. Desai, P. S. (2001), Quality segmentation in spatial markets: When does cannibalization affect product line design?,
available at: http://pubsonline.informs.org/doi/abs/10.1287/mksc.20.3.265.9767
3. Pancras, J., Srisam, S. and Kumar, V. (2012), Empirical investigation of retail expansion and cannibalization in a dynamic
environment, available at: http://dl.acm.org/citation.cfm?id=2398305
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Expand customer reach
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
% Cannibalization rate of
new product offering
sK156
29%
10%
29%
31%
Dashboard Outlook
KPI Results
% Cannibalization rate of new product offering
Q1
Q2
Q3
Q4
26%
26%
28%
31%
29%
28%
31%
29%
Q1
Q2
Q3
Q4
In Practice Recommendations
New product launches ultimately impact the sales of
existing products, by pushing forward the sales for the
newly released products. The % Product cannibalization
rate reflects on the magnitude of new released products
on the existing product portfolio. Product cannibalization
occurs when newly launched products target the
same market segments as the existing ones. Some
recommendations on effectively managing product
cannibalization rates include:
Page 77
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Variations
% Rate of utilization
Related KPIs
# Labor multiplier
Calculation formula
(A/B)*100
Increasing
Focus
Professional Services
Engineering, Recruitment / Employment
Activities, Legal Practice, Business
Consulting, Accounting Services
productivity , employees
Data Profile
Purpose
BSC perspective
Month
Standard reporting
frequency
Monthly
Internal Processes
Data collection
method
Limitations
Targets
Threshold examples
Red: <80%
www.kpiinstitute.org
Additional resources
http://www.performancemagazine.org/the-challenges-in-building-an-employee-performance-centered-ecosystem/
References
1. Beekman Associates (2005), Agency utilization rate what is it and how does it impact agency compensation?, available at:
http://beekmanassociates.com/pdfs/AgencyUtilizationRates.pdf
2. Lambert, A. D. (2006), Individual differences: Factors affecting employee utilization of flexible work arrangements, available
at: http://www.sciencedirect.com/science/article/pii/S000187910800016X
3. Carver, D. A. (2005), Whats wrong with management. Lincoln: iUniverse, available at: http://www.amazon.com/WhatsWrong-Management-Daniel-Carver/dp/0595363806
Scorecard Outlook
Perspective
Strategic Objective
Internal Processes
Increase labor productivity
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
# Employee utilization
rate
sK320
85%
100%
89%
80%
Dashboard Outlook
KPI Results
# Employee utilization rate
M1
87%
85%
85%
87%
M2
M3
85%
M4
85%
M5
85%
85%
80%
80%
M6
85%
M1
M2
M3
M4
M5
M6
In Practice Recommendations
By taking the average number of hours employees actually
work in month, and dividing this figure by the standard
number of hours employees have to work in a month,
companies ultimately get a result that reflects on their
# Employee utilization rate. Employee utilization rates
impact human resources decisions one way or the other.
Over-utilization of staff, can lead to a conscious decision
to hire more people, while under-utilization of staff may
result in the reevaluation of the working potential one
company has and makes use of. The # Employee utilization
rate can also be used to identify employees who are not
Page 79
Industries
Sub-categories
Tags
Description
Calculation
Definition
Subordinate metrics
Calculation formula
A/B
Decreasing
Variations
Related KPIs
Focus
Purpose
BSC perspective
Customer
Data Profile
Data capture period
Month
Standard reporting
frequency
Monthly
Data collection
method
Limitations
Targets
Threshold examples
Red: >150
Page 80
References
1. Kumar, V. (2008), Customer lifetime value: The path to profitability, available at: http://www.amazon.com/gp/search?index=b
ooks&linkCode=qs&keywords=9781601981561
2. Mozer, M. C., Wolniewicz, R., Grimes, D. B., Johnson, E. and Kaushansky, H. (2000), Predicting subscriber dissatisfaction and
improving retention in the wireless telecommunications industry, available at: http://dl.acm.org/citation.cfm?id=2326585
3. Urgent Issues Group (2010), Subscriber acquisition costs in the telecommunications industry, available at: http://www.aasb.
gov.au/admin/file/content105/c9/INT1042_12-04.pdf
Scorecard Outlook
Perspective
Strategic Objective
Customer
Expand customer reach
Key
Performance
Indicator
Current
results
Trend
Target
%Target
complete
Results
$ Telecom subscriber
acquisition cost
sK270
139
50
35%
170
Dashboard Outlook
KPI Results
$ Telecom subscriber acquisition cost
M1
M2
120
145
170
167
139
208
M4
170
M5
M6
120
167
M3
145
139
M1
M2
M3
M4
M5
M6
In Practice Recommendations
Included in the $ Telecom subscriber acquisition cost are
the direct and indirect costs associated with acquiring
new telecom subscribers: marketing costs, advertising
costs, discounts, the costs associated with using various
distribution channels to gain new customers. Having that
competition is rather intense in the telecommunications
industry worldwide, subscriber acquisition costs have to
be carefully managed so that new subscribers choose one
provider over the other, without turning into unprofitable
Page 81
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Special Editions
The Performance Management in 2014 Special Editions are The KPI Institutes exclusive publications that provide
in-depth analysis on Performance Management within the Gulf Cooperation Council and the Member States of the
Association of Southeast Asian Nations.
GET ACCESS TO
`` Portraits of renown performance experts across the globe
`` Interviews with prominent professionals in the field
`` Articles offering valuable insights on numerous performance related topics
`` Reviews of software and hardware solutions
`` Resources and other recommendations
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THE KPI INSTITUTE OFFERS A VARIETY OF CUTTING-EDGE TRAINING PROGRAMS TO MEET YOUR NEEDS
Non-certification Courses
Discover practical solutions, expert-vetted content and tools you can immediately use at the workplace.
KPI FRAMEWORK
These courses focus on the mastery of a higher performance by deploying the best KPI measurement techniques
and performance improvement initiatives.
KPI BY INDUSTRIES
Focused on a comprehensive approach to successfully implement a KPI Performance Management Architecture
for certain industries.
BALANCED SCORECARD
These courses are focused on attaining the desired state of organizational evolution by structuring the Balanced
Scorecard implementation process.
Browse programs that focus on the subjects you want to master by visiting
store.kpiinstitute.org/training-catalogue
EXPLORE TRAINING
PROGRAMS
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Benchmarking
`` Strategy Audit
Performance Measurement
Performance Improvement
`` KPIs Advice
`` Performance Reporting
Balanced Scorecard
Data Visualization
`` BSC Workshops
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Employee Performance
Supplier Performance
Data Analysis
Innovation Performance
`` Innovation Research
Personal Performance
`` Personal Performance Essentials
OUR APPROACH
The KPI Institute has been
researching performance
measurement for more than 10
years and has developed not only
the most comprehensive database
of KPI examples, but also its own
KPI Management Framework.
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Page 93
APPENDIX I: SOFTWARE
Business Intelligence Software
Quickscore is an easy to use, web-based balanced scorecard automation solution that allows an organization to quickly
see results from their balanced scorecard investment.
CHARACTERISTICS
`` Software specialized in organizational
performance measurement
`` Intuitive, robust, fully live and interactive
`` Reliable in any economic environment
`` Offers optimal return on investment
BENEFITS
`` Real time access to data
`` Information and business intelligence
`` Enabled decision-making
`` Visualization, alignment and integration
CONFIGURATION
`` Simple and intuitive data import
`` Data mapping via drag and drop
`` Data automation
`` Real-time monitoring
LIVE DEMO
TEST
BUY
Choose the perfect tool for measuring performance in your organization and get a free 30 days trial. Order the software
package that most suits you, in terms of price and requirements.
For more information visit http://smartkpis.kpiinstitute.org/software
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www.kpiinstitute.org
The KPI Institute is a research institute specialized in business performance. It operates research programs in
12 practice domains ranging from strategy and KPIs to employee performance and from customer service to
innovation performance. Insights are disseminated through a variety of publications, subscriptions services and
through a knowledge platform available to registered members. Support in deploying these insights in practice is
offered globally through training and advisory services. It manages smartKPIs.com, the result of a research program
dedicated to documenting and cataloguing how KPIs are used in practice. It is an online portal containing the
largest collection of well documented KPI examples, with over 20,600 examples from 16 Functional Areas and 25
Industries. Over the last 12 years, the KPI Institute has assisted over 48,000 organizations in finding solutions to
their KPI needs.
First published in 2011, the Top KPI Reports have now reached their third and improved edition. The novelty in the
new Top KPI reports is an unprecedented design of the KPI Documentation form, as well as, an enriched content
of KPIs which can invaluably assist the measurement process of organizations worldwide.
Is an on-line platform dedicated to performance measurement. It contains more than 20,600 KPI examples, with over
7,000 being either published or premium documented.
The smartKPIs.com platform joins together examples of KPIs which are specific to the business environment whether
at industry or functional area level. A wide range of KPIs found on the platform are of interest at global level, such as
macroeconomic indicators, social and health indicators or environment and sustainability related KPIs. Other examples
of KPIs can be used by individuals to track productivity, time management, life-work balance, health and budget
management.
HUNDREDS OF RESOURCES,
ONLY ONE CLICK AWAY
The KPI Institutes Research library is the meeting platform
of all professionals interested in accessing first-hand
performance related research, from 12 practice domains!
This section highlights the most notable Performance
Measurement resources available in our Research library.
Research studies
Dictionaries
Books
Reports